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| Criterion |  Business Strategy Balanced Scorecard |  Product Discovery Kano Model |  Operations Ivy Lee Method |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 1-2 Tage | 5-10 min daily | 1-2 h Setup, laufend |
Participantsdifferent | 4-12 | 10-50 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | Kano Matrix, Feature Classes, Priority Themes | Daily Priority List, Completion Notes | Action Lists, Project List, Review Routine |
Tagsno overlap | StrategyMetricsExecution | SatisfactionPrioritizationCustomer | PrioritizationProductivityExecution | ProductivityPlanningTasksExecution |